#promotion

I'm an NCG who just started at the Training Institute (TI).

What's the likelihood that I'll be a manager or supervisor within six months?

1. High performers are cut because their salary is higher due to performing (though not true at Oracle)
2. The Peter Principle is on full display, where managers with threatened egos are intimidated by high performers
3. There is a lack of visibility up the chain (which is mainly filled with psychopaths) regarding the actual output of employees
4. Incompetent brown-nosers survive versus those raising valid concerns and producing

The division I work with is filled with VPs, Directors, and Managers who have contributed zero for over a decade and frankly should not be called engineers or leaders. The Dunning-Kruger effect is displayed daily where they expose their own incompetence. Those who are technically apt and care about their teams are gone, be it in leadership or as individual contributors. The incompetent not only survive but fail up—just reading the recent LinkedIn updates on promotions triggered me to write this rant.
I had a manager who cared and protected us from this insanity. That manager was let go, and we are going full speed into a wall trying to deal with ridiculous asks and unreasonable deadlines from the tyrant managers we now report to. When we raised burnout concerns, they were ignored, and we were told to just keep working harder and meet deadlines. In contacting those who left, I know the job market is terrible, but meeting them, they all look healthier and happier. My health is suffering, and my doctor said I need to reduce stress before something dire happens.
End of rant, end of caring about work. I am checking out. Frankly, I don't give a damn about this job anymore. I will start my job search and see how long it takes before they get rid of me. Who knows, maybe doing nothing will get me promoted!

Does it have to be only managers who can fail up? Is that a rule or something?

Just when I think I'm about to get promoted, the rules change. It's always something else. Always. I've been playing this same game for years and I'm getting really, really tired of their sh-t. I think the whole thing is intentionally set up like this, to always keep the carrot just out of our reach but close enough to keep us motivated. Well, I'm done trying.

but instead of removing nepotism and cronyism, he has amplified it because the leaders who got pushed out were the least "protected".

Just look at who's in the calibration room when it's promotion time for this performance cycle. This company is rotten.

I'm getting pretty tired of the games management plays. They sell you on some big project or exciting change, making you believe it's an opportunity to prove yourself and move up. In reality, it's often just a way to squeeze more out of you while their favorites are quietly positioned for promotions. You're told that taking on more responsibility, expanding your scope, and delivering beyond expectations is what it takes to get ahead. So you work yourself into the ground, believing the promises. Then a year or two later, promotion time comes, and the same favorites get rewarded. At some point, you realize the game was never fair, and the hard work was never the deciding factor.

Ive worked for this company for longer than a decade and every single management team Ive worked under has been dysfunctional. State Street does not promote internally, they always go to the market for the latest shiny people and they come in clueless and cause chaos being parachuted down on people already in their roles. The diversity initiatives have also given the company many seriously incompetent female leaders. Seriously, if you are an average working male you are sc--wed in here. SVPs are made redundant leaving whole teams leaderless for months. These teams fumble on and no one takes any accountability. There is a culture of ¨denial¨ at the top as they all try and survive the chaos in the place. Communications are awful. They destroy careers in here, they leave people on the scrap-head internally but still in a job (day after day of awful, mindless purgatory!). No one cares! The place will make you ill and a nervous wreck from looking over your shoulder.

Want to reduce LRs? Just promote terrible VPs who drive everyone to quit. It has to be the reason Cisco promotes people who are utterly clueless and have no track record of success to VP positions. The vile VP then lords over everyone, drunk on power, grinding the workforce into the ground. No severance required when people quit voluntarily. Genius.

More specific questions here

What percent of people have senior leader objective and what percent have executive leader?

Given number of available positions, how many will make it their CO? Will senior leader CO people eventually end up being executive leader? What other insights should one think about?

Can the discipline managers, VPs or council people comment?

If you’re part of PCS in EPT (rip CRM), you’ll have an idea as to exactly what I’m referring to.

“Ireland, India >>>> USA” - The actions of A.M. he’s completely dismantling all of the good that the org did, including smartsync, carelink, and machine learning. This man values RTO, AI, and layoffs above all.

The May RIF and the new AI performance policies explain everything. If you’re not using AI as effectively as these shareholders like, you’re next to leave. Didn’t teach your superiors anything about AI? Nice knowing you. Grandma is dying and needs someone to take care of her? Can’t be you, the office needs you!

All on top of making it nearly impossible to progress your career at the company. Didn’t get a 4 last year? No promotion for you! Worked overtime to save 3 project submission deadlines? Not even a recognize point. This man is awful for the company and completely prioritizes his buddies and padding his pockets over patients. Even has the audacity to start telling us to call patients “consumers” and to look for ways to add a subscription. Is this org doomed?

Is Northwestern Mutual using “career progression” and resume accomplishments as a convenient way to screen out experienced, older employees?

Years of delivering measurable business outcomes, solving complex problems, and consistently producing results should matter more than job titles, promotions, or how well someone navigates internal politics.

Yet there appears to be an increasing emphasis on visibility, popularity, and perceived career trajectory rather than actual contributions and business impact.

This raises a serious question: Are experienced employees being unfairly disadvantaged because their resumes don’t demonstrate the kind of upward mobility leadership expects?

Performance should be measured by outcomes, not popularity. Experience should be valued, not penalized.

Are others at Northwestern Mutual seeing similar patterns in hiring, promotions, or performance evaluations?

If this is a widespread pattern disproportionately affecting older employees, could there be grounds for a class-action age discrimination lawsuit? Would others who have experienced similar treatment be interested in exploring their legal options together?

I haven't been promoted in the four years I've been here, I have a medical treatment being paid for by insurance that I need to stay on for now. I see low upward mobility is often mentioned as a negative of working at MetLife, and the feedback I get seems vague, for things that can't be measured concretely. They're all related to not influencing others or being proactive enough in socializing. FWIW, I am not looking to get into management and want to rank up as an IC.

I do like the people here and work life balance is great. The work is not challenging at all, and the benefits are also nice. I don't want to leave but I'm relatively early in my career and am afraid it'll hurt me in the long run if I stay here too long at the same level. I'm wondering whether I should get out once my medical treatment finishes, or whether there's a recommended number of years I should stay before trying to look for a new job.

One of the strangest things that I’ve experienced at State Farm is the complete. disregard for anyone who has experience knowledge or wisdom with respect to being at the company for an extended period of time. Instead, we put an inexperienced people in section manager leadership development opportunity over someone who has over two decades of experience because the person with over two decades of experience is a white male in their 50s. But we are a company of integrity right? Fu-k the fu-k off. People work their entire careers for opportunities, move to hubs to be ignored late in their careers. Disgusting

I've designed a new ranking system. Employees are ranked only during their first ten years. After ten years, they receive tenure and are guaranteed employment, benefits, and peace.

Poor performance? Your salary stagnates. No raises. No promotions. But no PIPs, no layoffs, and no more competing against the pledges.

Only younger employees compete. They have the energy, ambition, and sufficient remaining lifespan to recover from defeat.

Tenured employees may supplement their income by placing bets on which younger employees will survive the annual ranking cycle.

We may also sponsor promising contestants, share institutional knowledge, and help our favorites avoid elimination. Participation is entirely voluntary.

The young compete. The tenured observe.

After decades in the arena, we've earned the right to sit in the stands.

Preferably with popcorn. Thoughts? The only thing I'm flexible on the number of years. Should it be 10 years, 15, 20? Also supervisors dont rank, the tenured employees rank by voting

Just out of curiosity, did Capone promote all legacy application engineers to principal? Salary hike? Salary range?

For current or former Aetna Lead Directors: If you’re below the salary midpoint, is a 10–20% raise realistic when making a lateral move to another Lead Director role? Or is it better to focus on promotion to a higher-level position?

I know people believe level up is BS. Can anyone just tell me what Level Up was supposed to be? I keep hearing it mentioned but I am not sure what it really is

On Glassdoor someone mentioned people leaders are getting rejections back from comp planner and were told this would be a rough year. Anyone else hear this? Is this in relation to in team promos and bonus?

On LinkedIn, I see many OCI job opening posts. And I see many familiar managers getting promoted to higher roles. That doesn't look like the organization's shrinkage and flattening. From outside it looks like a steady OCI growth. Which sounds opposite to the pessimism and claims of M2-M3 roles being converted to IC ones voiced on this board.

Do you happen to know what the expected raise percentage is for this year? I’m also wondering whether employees who receive a promotion in March are still eligible for the annual merit increase. Since raises are communicated in January and promotions in March, does receiving a merit increase have any indication of whether someone was selected for a promotion?

Poor decisions were once again made. Roles that no one has interest in such as CSS1/CSS2/CSS3 were created last year and now they don't have enough people to fill them because there is no incentive.

They refuse to tell you what the pay is before you go into the role because the real answer is, the pay will be around what you're already making... maybe a tiny bump for triple the work/stress. If you make higher pay due to working later shifts, you'll probably be making less... all while your bonuses and other benefits have already been getting gradually worse year over year.

This is where the soon to be forced "promotions" come in to play. Completely short-sighted... but no one seems to care about that. Instead of creating roles people are semi-interested in and justly compensated for, they're going to force reps into these roles they'll hate... ensuring the customer gets a sub-par experience at best. Amazing.

I just want you guys to know the state of everything. My management chain kept promising me promotions if I just "did x and accomplished y" for 3 years. I finally got fed up and forced an answer instead of staying polite and deferential. My manager told me "I keep bringing you up during calibration meetings, but people aren't convinced you're ready"

I had to escalate all the way to a meeting with my manager and their director-level boss. That's when the director told me straight up, in front of my manager, "I have never heard your name come up even once in a calibration meeting"

When I looked at my manager after learning this, they said "I never made any promises."

After that, my manager tried to give me an "off-track" rating on 2 behavioral categories. I questioned the ratings and asked for an explanation or guidance on how to improve, and I got nothing.

Again, I escalated to the director and then magically my ratings were changed a week later.

Then I escalated all this to the VP of our org. I told him how my manager always tries to hide issues, I told him how I wrote up an incident report because my coworkers were not doing their work correctly. My manager tried to hide the incident report but I told him I would not stay quiet. I sent the report to his skip-level who thanked me profusely. And then next thing I know, the coworkers who I reported ended up getting moved off my team and promoted. While I stayed in the same place. And I trained them. So the people who I trained got promoted past me while I stayed stuck.

The VP of our org said "this depresses me, but it's really hard to fire people" even though I never asked about firing anyone.

This company is a sh-t show and stole years of my life from me. But also taught me extremely valuable lessons about professionalism and advocating for myself. I'll be MUCH more aware of this kind of organizational dysfunction for the rest of my life. Now I know how to see the signs.

If you feel your manager is hiring more H1Bs or increasing salaries of H1Bs considerably when compared to American workers - citizens or permanent residents for the same please report the following :

MANAGERS NAME & TITLE
DIRECTORS NAME & TITLE
MANAGING DIRECTORS NAME & TITLE

https://tips.uscis.gov/

The current administration is clear in one thing - if they investigate and find all of these stakeholders had done clear discrimination based on salary. The managers/directors PERM will be revoked in addition to the employee. If they have I140 approved it will be stalled and they will never get their GC through any getaway and will ne banned from US for 10 years.

As we are collecting more data keep providing more data. We are targeting pay rises only for H1Bs and promotions as well.

This discrimination and abuse can never be tolerated .

From what I've noticed, knowing the right people seems to count for more than doing great work when it comes to promotions. And after all that effort, you might get a small raise and still end up on the layoff list.

I am currently working on an H-1B visa as a contractor in the Engineering and Innovation divisionTPX , and I have been extremely disappointed with the work culture, leadership, and lack of accountability within the organization.

The E4 employee I work with is also on an H-1B visa, yet his attitude toward contractors often comes across as dismissive and superior. Instead of promoting teamwork, knowledge sharing, and collaboration, his behavior creates unnecessary frustration and makes the working environment increasingly difficult.

Another major concern is what happened following the previous organizational restructuring. Several highly talented, experienced, and technically capable employees either left the organization or were laid off. These individuals were the backbone of the team and contributed significantly to its technical success.

What disappoints me the most is my own career progression. Despite working with the organization for more than six years, consistently taking ownership of critical engineering responsibilities, and contributing significantly to the team’s success, I have still not received an opportunity to transition into a full-time position.

What disappoints me the most is my own career progression. Despite working with the organization for more than six years, consistently taking ownership of critical engineering responsibilities, and contributing significantly to the team’s success, I have still not received an opportunity to transition into a full-time position.

Meanwhile, I have watched other employees receive full-time opportunities, promotions, and career advancement, even when their technical contributions and responsibilities appear to be considerably less than mine.

This situation has left me questioning whether hard work, technical expertise, dedication, and long-term commitment are genuinely valued within the organization.

I understand that being a contractor comes with certain limitations, but I strongly believe that employees and contractors should be treated with professional respect and that contributions should be recognized fairly.

Only two people in my department were laid off back in May, but both were age 65 or older and had just been promoted to Principal with HR mandating management give them sufficient raises commiserate with their experience. One had received the Michael Dell Award and another was due to reach her 30th year with Dell.

The recent conversation at the Wells town hall about G for life does not apply to the opposite gend. Most Gs fems are speed tracked, exactly told what to do to progress, minor routine things are highlighted as major accomplishments, and G to F in 3 years or less for these gend. Jim O could have just said this retirement at G applies to men only, while we see so many incompetent F and E every day.

I kept waiting for this place to recognize the work I was already doing, just to see two promotional opportunities pass me by. That was the push I needed to start applying elsewhere and after four (long) months I found a position that pays considerably more and gives me benefits I actually prefer. The many rejections over the past months were frustrating, but it paid off in the end and I'm glad I didn't take them as a reason to stop trying.

So apparently if you didn't average 3 days in the office over the last three quarters, you may not qualify for an Outstanding rating or a promotion.

Is this actually confirmed? And how are they calculating it? PTO, holidays, business travel, manager-approved WFH?

The part I don't understand is how you can apply this retroactively. Someone could have delivered everything their manager asked for and still get penalized based on badge swipes.

Does anyone actually know what HR is using to calculate these averages? Can employees even see their own numbers?

I really thought this place wouldn't be so cruel. Got an offer to relocate with a promotion and a raise. Took it thinking I'd be safe at least for a while. Why would you ask somebody to move their entire life just to turn around and lay them off within months? A very expensive lesson leaned, I guess.

Knowing a few Shell retires, they talk about the times when the work environment was very collegial. Regular communication from the company about promotions, transfers, retirements, etc. - maybe holiday get-togethers or cookouts at the department manager’s home.
You knew about colleagues’ spouses, kids, achievements, vacays, etc.
Now, not everyone got along cheerfully and there were always some sharp elbows but the company they describe is hard to imagine when I hear of Shell today.
Are there any vestiges of what they relate? Hope so.

Has anyone figured out whether getting Delivers Strong Results in all three categories actually matters? We keep hearing about performance reviews, Talent Ranking and TDP, but it's still unclear what really drives compensation and promotion decisions. Someone here mentioned getting Exceeds in two categories and still receiving no raise or bonus. Has anyone seen strong ratings make a meaningful difference, or are the decisions already made during calibration regardless of what your review says?

What are your longest time between promotions and / or time since your last promotion?

In the past few months post RIF, i have seen at least 3 senior roles G7, G8 open up, and filled up fast with diversity internal candidates bypassing clear competent choices. Females seem to be the first choice for a role irrespective of any relevant experience or job role requirements. Abby moving towards target 70%?

Why do I have to watch a recent college grad fast-track PepsiCo re-leveling all while I’ve exceeded my objectives for the twelve years I’ve worked here, yet there’s no budget for me to get the raise I was “promised” for the last five years? Make it make sense.

80% of it I've worked remotely and received promotion.

The other 20%, I still work remotely, I just do it from their designated cubical in downtown trafficville.

no more pension, no more work from home, lower pay than competitors, no longer a chill place to work with Joe Park pushing for rapid innovation. Forced to live in Bloomington IL if you want to get promoted.

Literally all of the reasons that made SF a somewhat appealing place to work are gone. if a young person is looking for a place to work they should just go make more at a big bank. SF will just be older employees building up their pension until they retire and are replaced with AI/ HCL contractors overseas.

My experience with Cisco management has been that protecting the existing hierarchy matters more than helping employees succeed. I've watched good people get stuck while management keeps doing the same thing. If your goal is to advance your career, tough luck.

If you ever feel you where
a)Ill-treated
b)Under-Payed
c)Not-Promoted
d)Your salaries remained stagnant but an H1B employer received higher salary
e)You weren’t promoted while a team consists of more H1 leaders and subsequent H1B promotions
f)Abuse by H1 employers to American protected workers (Citizens, Residents and asylum seekers)
g)A company unfairly hired more H1Bs

Report this to the below link
https://tips.uscis.gov/
Include below details to the fullest:

• Managers full Name
• Managers exact title
• H1 Employees who received promotions or had their H1s filed (if you find their LCAs pin them too)
• H1 Employees who had their PERMs applied while you were discriminated in your team
• Your Directors name who initiated PERM

Include all these details and submit the petition.
Never limit your details. Fellow Patriots if you feel you faced the abuse and discrimination report immediately. Investigation awaiting !